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Thought Leadership Series

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Moderator: Bryan Pena, Vice President, Contingent Workforce Strategies and Research, Staffing Industry Analysts

Speakers: Anita Scott, Global Director, AWF & Governance, eBay Inc.Rich Smith, Global Program Manager for Partner Delivery, TeradataAndrew Thiermann, Account Manager, Fieldglass

Sponsored by


A Go‐To Guide to Global VMS Deployment: Best Practices from eBay and Teradata

March 25th, 201410 am PT/ 1 pm ET

©2014 by Crain Communications Inc. All rights reserved. 1


Welcome to the Staffing Industry Analysts 2014Industry Thought Leadership Series

Suppliers Of Staffing Services Share Their Expertise

The Staffing Industry Analysts Industry Thought LeadershipSeries provides the perspective of the suppliers of staffingservices. The views expressed in this webinar are those of thesponsor and not necessarily that of Staffing IndustryAnalysts.



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• Copies of the slides and a link to the audio recording will be distributed to all attendees within 24 hours following the webinar

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About Staffing Industry Analysts

Staffing Industry Analysts is the global advisor on contingent work

• Over 700 firms benefit from our international research services

– 19 of the world’s 25 largest staffing firms are members – Over 60 buyers of contingent labor are members of our CWS Council,

representing over $100 billion in annual contingent workforce spend– Customers in more than 80 countries

• Founded in 1989

– Acquired by Crain Communications ($200M media conglomerate) in 2008

– Headquartered in Mountain View, California and London, England– Industry and advisory service for the entire contingent workforce

arena globally

©2014 by Crain Communications Inc. All rights reserved.

CWS Council Members (partial list)

Thought Leadership Series www.staffingindustry.com/certification

April 29-30Houston, TX


Upcoming Events

Live, in-person CCWP certification classes

May 1-2, 2014 (Detroit, MI)

May 7-8, 2014 (Mountain View, CA)

Thought Leadership Series ©2014 by Crain Communications Inc. All rights reserved.

www.staffingindustry.com/certification


Thank you to our sponsor and Thought Leader



Andrew ThiermannAccount Manager

Rich SmithGlobal Program Manager for Partner Delivery

Anita ScottGlobal Director, AWF & Governance

Bryan PenaVP, Contingent Workforce Strategies &Research

Today’s Speakers



DESIGNING A PROGRAM MANAGEMENT MODEL

SECTION ONE


US Buyers Globalizing Their Programs

Source: Staffing Industry Analysts, 2013 Buyer Survey


Operational Approach Strategic Approach

Need Accurately forecast hiring and/or training needs

Develop the best talent strategies for longer‐term success

Timeline/Planning Horizon

Usually 12 months with a quarterly focusmatches the yearly business plan

Usually 3 years or longer – matches the organizational strategic plan

Integrated with Annual or quarterly financial/budgeting process Strategic planning process

Inputs Mostly internal data, some management decisions

Wide range of internal and external information including demographics, business strategies, global trends, etc.

Outputs Staffing plans, skill gaps Human Resource/PeopleStrategies

Scenario Planning Approach

Uses variables to explore different models of staffing

Uses futuring techniques to question current paradigms and explore alternative futures

Forecasting Key focus Only part of the process

Segmentation Focus Internal demand Internal and external, demand and supply are all

segmented

Skills Competencies may be audited or gathered at an individual level

Strategic Capabilities analyzed and gathered at the group level

Performed by HR or staffing organization with input from the business Business, facilitated by HR

Focus Operational Management Strategic Management – Executive and Board– Line and BU ManagersAligns to Business Plan Strategic Plan

Terms used “Predict”, “Calculate” “Explore”, “Design”


Tomato or Tomatoe?



VMS. Not one size of service…



19

PROGRAM MANAGEMENT MODEL

MSPCUSTOMER SINCE

JANUARY 2011

LABOR TYPES MANAGED WITH FIELDGLASS

CONTINGENT, IC & SOW

ANNUAL SPEND

$166 MILLION IN PROGRAM

GEOGRAPHIC COVERAGE

16 COUNTRIESCONTRACTORS

~835 TEMPS, ~240 SOW



20

PROGRAM MANAGEMENT MODEL

MSP & SELF-MANAGEDCUSTOMER SINCE

MARCH 2012

LABOR TYPES MANAGED WITH FIELDGLASS

CONTINGENT & SOWANNUAL SPEND

$60M IN PROGRAM, $100M TOTAL

GEOGRAPHIC COVERAGE

11 COUNTRIESCONTRACTORS

~800 PER YEAR, ~250 ACTIVE



- What are your organization’s strengths?

- How fragmented is your company regionally?

- What’s your overall vision for the future of this group?

Questions to Ask

SELFMSP

HYBRID



PRIORITIZING EXPANSION PLANSSECTION TWO



Breadth vs. intensity: buyers' top priorities

Source: Staffing Industry Analys ts

Expanding Suppliers

Non‐agency CW

Consolidating Suppliers

IC Compl iance

Preparing for HC Reform

VMS

MSP

Globally Integrating CW

Internal Customers

CW in Strategic Planning

Control ling Costs

0%

10%

20%

30%

40%

50%

60%

70%

0% 5% 10% 15% 20% 25%

Buyers' p

riorities (multip

le cho

ice)

Buyers' single top priority



US Buyers Globalizing Their Programs

Source: Staffing Industry Analysts, 2013 Buyer Survey


Where are buyers now? Where are they expanding?

Source: Staffing Industry Analysts

22% 19% 12% 15%31%

23% 21%18%

22%

21%16%

13%11%

17%10%

Asia/Pacific EasternEurope

Middle Eastand Africa

South America WesternEurope

Currently Likely within 2 years Likely within 4 years




Less than 10 MSPs

10 to 50 MSPs

51 to 100 MSPs

101 to 500 MSPs

Over 501 MSPs

No MSP Recorded

Recorded Incidence of MSP Contracts


Audience Poll Question

What is your greatest barrier to expansion?A. Lack of stakeholder supportB. We don’t know what we don’t know/fear

of the unknownC. Resourcing/cost – limited budgetD. Other



Sliding Scale of Complexity

LEVEL OF COMPLEXITY

BASIC- Standard rates with limited

variance- Minimal tax requirements- Minimal compliance

requirements

MODERATE- Rate complexity fluctuation by

region or job type- Regional tax requirements- Regional specific compliance

requirements

COMPLEX- Wide fluctuation in rates- Worker specific compliance

requirements- Location specific tax requirements- Mandatory worker pay types- Heavy government regulations



Balancing Risk Against Company Objectives

Internal Considerations Customer A Customer B

Pay period Bi‐Weekly Weekly

Tenure thresholds X

Taxes X X

Printable invoicing X

Legal document repository X



What is your most important goal when considering expansion? A. CostB. VisibilityC. ComplianceD. Other

Audience Poll Question



Aligning to Program Goals

If your top‐level goal is: Then:

Cost Focus on your largest buckets of spend

Visibility Focus on your largest buckets of workers

Compliance Focus on the most complex markets



LESSONS LEARNEDSECTION THREE


Key Takeaways

• Things I wish I knew• Things I wish I did differently• Things to keep in mind for future expansion



Thank you to our sponsor and Thought Leader



Webinar Slides and Replay

• Copies of the slides and a link to the audio recording will be distributed to all attendees within 24 hours following the webinar

• A replay of the webinar will be available for CWS Council Members at www.staffingindustry.com





Monday, March 31, 2014The New Competitive Advantage –Organisational Readiness Enabled by Talent

Thursday, April 17, 2014Taking the First Step: A Live Case Study on Global Contingent Workforce Deployment


THANK YOU!



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